Swale Locality Board

What is a Locality Board?
Locality Boards draw together local public services for greater effectiveness and efficiency to oversee and shape the local delivery of services.
Responsibilities
The Swale Locality Board is responsible for:
- Promoting the social, economic and environmental well-being of residents and businesses, and promoting sustainable development;
- Co-ordinating and agreeing shared priorities and endorsing Swale-wide strategies, including the Swale contribution to the Vision for Kent and county-wide plans for action such as those produced for 21st Century Kent - Unlocking Kent’s Potential;
- Agreeing arrangements for other groups and delivery mechanisms designed to deliver the priorities and objectives of the Locality Board;
- Engaging with Swale residents, communities and businesses, utilising existing members’ engagement mechanisms and avoiding duplication;
- Encouraging innovation and the efficient and effective use of local resources and assets; and
- Promoting and fostering the values of community engagement, equalities, cohesion and sustainability.
Structure
The Swale Locality Board has three separate layers of joint working:
- Swale Locality Board (Strategic Level);
- Swale Public Services Board (Executive Level)
- Thematic Partnerships (Operational Level)
The Swale Locality Board sets the strategic direction and priorities for the Partnership as a whole. It acts as forum for discussion and debate on the strategic issues affecting the economic, social and environmental well being of Swale’s residents, visitors and businesses. It also provides governance to the Public Services Board in the production, revision and delivery of the combined Sustainable Community Strategy and Regeneration Strategy for Swale.
The Swale Public Services Board is accountable to the Swale Partnership for delivery of the priorities and targets set out in the combined Sustainable Community Strategy and Regeneration Strategy for Swale. The Swale PSB has delegated responsibilities to make decisions about how the priorities and targets should be delivered.
There are four Thematic Partnerships which are tasked with coordinating and setting the work programmes that deliver the priorities and targets set out in the combined Sustainable Community Strategy and Regeneration Strategy for Swale.
- Swale Economy and Regeneration
- Health and Housing Group
- Safer and Stronger Group
- Environment and Liveability Group
View the Structure Chart of the Locality Board (PDF - 131kb)
Ambitions for Swale
Ambitions for Swale is the borough’s Sustainable Community Strategy which sets out the 20 year vision for Swale which is based on the issues Swale residents tell us they would like to see improved.
Vision for Swale
To transform Swale’s economic, social and environmental prospects, so that it is one of the best places in Britain in which to live, work, learn and invest.
Meeting Dates and Papers
| Meeting Date | Associated Papers |
|---|
Thursday 26 May 2011
|
|
Thursday 14 July 2011
|
|
| Thursday 22 September 2011 |
|
| Wednesday 16 November 2011 |
|
| Wednesday 11 January 2012 |
|
| Wednesday 14 March 2012 |
- Swale Locality Board - Agenda 14/03/2012 (Not Currently Available)
- Swale Locality Board - Minutes of Previous Meeting 11/01/2012 (Not Currently Available)
|
More Information
Who to contact
If you have any questions or queries, please contact our Policy Team.
Useful links
The Swale Locality Board has four themed sub groups - which we call ‘Thematic Partnerships’. Economy and Regeneration is one of four themes.
The Swale Locality Board has four themed sub groups - which we call ‘Thematic Partnerships’. Health and Housing is one of four themes.
The Swale Locality Board has four themed sub groups - which we call ‘Thematic Partnerships’. Safer and Stronger is one of four themes.
The Swale Locality Board has four themed sub groups - which we call ‘Thematic Partnerships’. Environment and Liveability is one of four themes.
The Public Services Board manages the delivery of the priorities set out in the Sustainable Community Strategy and Regeneration Strategy.